Employee Engagement: Coaching the Shift to Empowerment

ALIGNING PERFORMANCE & POTENTIAL Reproduced with the permission of choice Magazine, www.choice-online.com Reproduced with the permission of choice Magazine, www.choice-online.com Employee Engagement Coaching the shift to empowerment By David E. Womeldorff, MS & Donna Zajonc, MA, PCC E mployee engagement is at the heart of aligning perfor- mance and potential. And it is shockingly low. According to a 2004 Gallup Employee Engagement on ineffective and non- resourceful relationship dynamics. Workplace “drama” drains our ener- gy, reduces innovation and Index, a mere 29 percent of employ- depletes our passion for our work. ees feel fully engaged in their work, This way of working together does while 54 percent report not being not have to be the norm. Coaching to work in this engaged and another 17 percent are can play a crucial role in facilitating type of organization, knowingly disengaged. No more the shift to a highly fulfilling, workshop participants than one-third of employees report resourceful and productive work usually report feeling frus- that they are passionately commit- environment that aligns perfor- trated, reactive, gossipy, ted to the work they do, to whom mance and potential. blaming and burned-out, they work with and for, and to the and lament: “I feel like a vic- customers or clients they serve. Default Orientation tim.” That is why we call this the Engaged employees contribute to The prevailing orientation in most Problem or Victim Orientation. a healthy workplace characterized by organizations is problem-focused, No wonder it is a challenge for both high performance and high anxiety motivated and reactive in individuals to feel fully engaged in engagement; they make more money nature. In such an environment, such an environment! In this setting, for the organization; they stay with vision is unclear and may shift relationships play out the toxic the organization longer. Clearly, depending on circumstances; there dynamics we call the Dreaded engagement matters. are perpetual fire drills. Things “fall Drama Triangle™ (DDT). First In our work with a wide range of through the cracks” or take forever described as the ‘drama triangle’ by organizations, leaders and teams, we to get to completion, and conversa- Stephen Karpman, PhD, the DDT have observed that a major reason for tions center on what individuals and involves three intertwined roles: the lack of engagement can be traced teams don’t want and don’t like. to the amount of time and energy lost When asked to describe what it is 1. Victim. The central figure in VOLUME 8 NUMBER 3 31 choice inspiration ALIGNING PERFORMANCE & POTENTIAL Reproduced with the permission of choice Magazine, www.choice-online.com Reproduced with the permission of choice Magazine, www.choice-online.com the DDT, a Victim is one who feels powerless or, in this context, has lost a sense of purpose, passion and engagement with their work. “The potential of the 2. Persecutor. The Persecutor is the Victim’s perceived (or real) average person is like threat. The Persecutor may be a per- son such as a “bad boss,” a difficult a huge ocean unsailed, coworker, or an irate client. It can be impersonal, such as an economic a new continent downturn. The Persecutor domi- unexplored, nates the Victim’s time and attention. a world of possibilities 3. Rescuer. The Rescuer inter- venes to help the Victim relieve the waiting to be released “pain” of their victimhood and/or to be the hero and fix the situation. and channeled toward Despite having helpful intentions, some great good.” the Rescuer reinforces the Victim’s powerlessness. The DDT can consume an inordi- Brian Tracy, nate amount of nonproductive time author & speaker and energy, wasting a lot of employee potential. Creator Orientation Effective employee engagement requires the shift to a more empow- ering and resourceful mindset and set of relationship dynamics – a shift coaches can help facilitate. Adopting a Creator Orientation is the key. This mindset puts the focus on envisioned outcomes and is pas- sion-motivated toward creating those outcomes. Employees’ emphasis is on what they want, rather than on what they don’t want. They still face and solve problems, but they do so in the course of creating outcomes, rather than merely reacting to them. 32 VOLUME 8 NUMBER 3 ALIGNING PERFORMANCE & POTENTIAL Reproduced with the permission of choice Magazine, www.choice-online.com Reproduced with the permission of choice Magazine, www.choice-online.com This orientation sets the stage for a whole new set of empowering roles to emerge. The Empowerment Dynamic (TED) is composed of three roles that are antidotes to the toxic roles of the Dreaded Drama Triangle™ (DDT): 1. Creator. The antidote to the powerless Victim, Creators cultivate their capacity to manifest outcomes. They also greatly own their responsi- bility to choose their response to the challengers they face, rather than merely reacting to them. 2. Challenger. A Challenger is a catalyst for change, learning and growth for a Creator, and serves as an antidote to the Persecutor. While many Challengers show up as “Coaching can play a crucial unwanted or uninvited “thorns in our sides,” TED also involves developing role in facilitating the shift to a skillful, conscious and constructive Challengers whose intentions are on highly fulfilling, resourceful and sparking change. In either case, a Creator is able to embrace the expe- productive work environment rience of a Challenger as a call to that aligns performance and action, learning and growth. potential.” 3. Coach. As the antidote to a Rescuer, who reinforces the powerless- ness of a Victim, a Coach views others Challenger and Coach can definitely Coaching the Shift as being inherently creative and make a bottom-line difference. One Coaching is an important interven- resourceful. A Coach supports others of our clients (a CEO of a technology tion to facilitate making “shift hap- by asking questions that help clarify services company) reported a four- pen” from a Victim to Creator envisioned outcomes, current realities fold increase in prospects and experi- Orientation. As coaches, we help and possible next steps. As a profession- enced a 32 percent growth over the clients acknowledge the toxic DDT al Coach we can help a Rescuer develop previous year – almost unheard of in roles that exist and to develop the the skills of inquiry in order to embody this business climate! He attributed capacity to understand and adopt the Coach role in service to others. this success to championing a Creator their antidote TED counterparts. Adopting a Creator Orientation Orientation and the TED roles for To shift from Victim to Creator and cultivating the roles of Creator, himself and his organization. (both the orientations and roles), we VOLUME 8 NUMBER 3 33 ALIGNING PERFORMANCE & POTENTIAL Reproduced with the permission of choice Magazine, www.choice-online.com Reproduced with the permission of choice Magazine, www.choice-online.com the other as a Creator, and the desire to enhance growth and development. Coaching the shift from Rescuer to Coach begins with helping clients see others as creative and resource- ful. Rescuers want to be of support. However, the unintended conse- quence is that they reinforce others’ “We ask our clients to focus on what they want rather than what they don’t want and move from reacting to problems to choosing outcomes and responses to circumstances.” ask our clients to focus on what they victimhood. We must help our want rather than what they don’t clients see that they are continuing want and move from reacting to the DDT and unknowingly fostering problems to choosing outcomes and the Victim mindset when they responses to circumstances. We sup- embody the Rescuing role. We coach port them in committing to action them to develop the ability to sup- and hold them accountable for fol- port by asking questions that help low-through. others discern how to respond to the In coaching for the shift from challenges they face. Persecutor to Challenger, we work at Coaches are critical to facilitating two different levels. First and foremost, the shift. It has been said that the we help clients discern the learning and hallmark of great leaders is not that growth a Challenger is sparking. For they have followers, but that they clients who are perceived by others as a produce other leaders. The hallmark Persecutor, we encourage them to of effective coaches is that we facili- become conscious, constructive tate our clients increasing their Challengers by clarifying their intent. capacity as Creators, Challengers We often ask, “What is your intention? and Coaches in their working rela- To be right and convince, or to con- tionships with others. In doing so, nect, collaborate and support learn- we serve in helping align perfor- ing?” Conscious Challengers possess mance, potential and employee clarity of intention, the ability to see engagement. 34 VOLUME 8 NUMBER 3 Reproduced with the permission of choice Magazine, www.choice-online.com Reproduced with the permission of h choice M g agazine, www.choice-online.com h i Columns Features Michel Neray, BSc, MBA, is chief differentiation offi- Janet M. Harvey, MA, MCC, writes and speaks around cer of The Essential Message®, which helps compa- the world about human and organizational wholeness nies and individuals to discover their true and the role of professional coaching for generating bet- differentiation and to communicate it in the most ter leadership and performance. A partner and CEO for compelling way. Michel certifies other coaches, con- inviteCHANGE, Janet’s experience is in generative lead- sultants and copywriters in the Essential Message ership development and competency – assisting execu- approach. There are now more than 17 certified tives in adopting effective habits of perception and Essential Message ‘consoachants’ in six countries. behavior to lead and accelerate corporate strategies. www.essentialmessage.com Janet is also a member of the ICF Global Board of Direc- tors, and board liaison for the Global Credentialing & Anna Scott is a Master Somatic Coach, with over 26 Program Accreditation. years of experience in sales and sales leadership. janet.harvey@invitechange.com•www.invitechange.com Anna has worked for Fortune 500 and 1000 compa- nies and with startups. She is a Certified Conscious Marcia Reynolds, PsyD, MCC, coaches and trains lead- Embodiment Teacher and is currently being certified ers globally on the needs and challenges of today’s as a Money Coach. smart, strong women and on creating workplaces that anna@annascottconsulting.com inspire high-performers to succeed. In addition to Wan- www.annascottconsulting.com der Woman: How High-Achieving Women Find Content- ment and Direction, she authored Outsmart Your Brain Karen Steckler, CPCC, ACC, is a partner and chief and has been quoted on emotional intelligence issues marketing officer (CMO) at inviteCHANGE, a profes- in many publications world-wide. Marcia is a past presi- sional leadership development and coach training dent of the International Coach Federation. organization. Karen is a leadership and business Marcia@outsmartyourbrain.com coach working with business owners, C-level execu- www.WanderWomanBook.com tives and frontline managers in mid-tier corporations and organizations. She brings to her clients creativity David Emerald Womeldorff, MS, is co-founder of the and strategic marketing expertise, along with her Bainbridge Leadership Center. He is also a senior con- strong entrepreneurial spirit. Prior to becoming a pro- sultant with The Leadership Circle; serves as an Execu- fessional credentialed coach in 2006, Karen worked tive Coach on the faculty of the University of Notre in the high-tech industry for 25 years. She is active in Dame Executive Education’s Executive Integral Leader- the coaching community, and is the 2010-2011 presi- ship Program; and coaches in Mesa Research Group’s dent for ICF’s Charter Chapter, the Puget Sound Global Leadership Program, a consortium of seven Coaches Association (PSCA). multi-national corporations. Previously, David was con- Karen.steckler@invitechange.com sulting director of Bank One Corporation’s Learning and www.invitechange.com Leadership Development, including executive develop- ment. Writing under the pen name of David Emerald, he Patrick Williams, EdD, MCC, has been a licensed is the author of The Power of TED* *The Empowerment psychologist since 1980 and began executive coach- Dynamic, a teaching story about Self Leadership. ing in 1990 with Hewlett Packard, IBM, Kodak and david@bainbridgeleadership.com other companies, becoming a full-time coach in & david@powerofTED.com 1996. In late 1998 he founded The Institute for Life www.bainbridgeleadership.com & www.powerofTED.com Coach Training, which specializes in training psy- chotherapists, psychologists, counselors and helping Donna Zajonc, MA, PCC, is co-founder of the Bainbridge professionals in building a successful coaching prac- Leadership Center, director of the Center’s public lead- tice. Pat has co-authored four books, including the ership practice, and director of coaching services for The latest, Becoming a Professional Coach: Lessons from Power of TED*. She is an executive coach and leader- the Institute for Life Coach Training (2007). ship development consultant, having served clients in pat@lifecoachtraining.com Fortune 500 corporations, non-profits, municipalities, www.lifecoachtraining.com elected leaders and public organizations. Donna served three terms in the Oregon Legislature, giving her person- al experience with the challenge facing public leaders. She is a keynote speaker and seminar leader focusing on developing leadership skills. She is author of The Pol- itics of Hope: Reviving the Dream of Democracy. donna@bainbridgeleadership.com & donna@powerofTED.com www.bainbridgeleadership.com & www.powerofTED.com VOLUME 8 NUMBER 3 11